Good to Great: Why Some Companies Make the Leap...And Others Don't

著者 :
  • HarperBusiness
3.96
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本棚登録 : 66
レビュー : 10
  • Amazon.co.jp ・洋書 (320ページ)
  • / ISBN・EAN: 9780066620992

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  • 意外と面白い

  • やっと先輩に返せる!
    次は日本語版読んで意味が合ってたか確認します!笑


    何があっても手離せないものだけが、コアコンセプトになり得る!

  • ATOS Book Level: 9.9
    Word Count: 67971

    BNC-COCA-25
    98%: 5000 word families
    99%: 8000 word families
    99.5%: 10000 word families
    Off-List: 5.73

  • Words linger in my mind;
    - people are not your most important asset, the right people are.
    - your status and authority in a company come from your leadership capabilities, not your position.

    - If you are doing something you care that much about, and you believe in its purpose deeply enough, then it is impossible to imagine not trying to make it great.

  • 大学時代に授業で読んだ。が…読まされた感じで
    内容はあまり覚えてない。 もう一度読み直さないといけない一冊

  • 邦題 『ビジョナリー・カンパニー2 飛躍の法則 』

  • 米国にてベストセラーの書。経営者の重要性について痛感させられた。以下、著書より・・・
    - All the good to great companies had Level5 leadership at the time of transition
    - Level5 leaders are....modest and wilful, humble and fearless
    -Level 5 leaders display a workmanlike diligence- more plow horse than show horse
    - First, if you begin with "who" rather than "what"' you can more easily adapt to a changing world
    - A huge part of our transition can be attributed to our discipline in picking the right people
    -Letting the wrong people hang around is unfiar to all the right people.... Strong performers are intrinsically motivated by performance, and when they see their efforts impeded by carrying extra weight, they eventually become frustrated.
    -Put your best people on your biggest opportunities, not yur biggest problems
    -The main point is to first get the right people on the bus before you figure out where you drive it.
    -We were struck by how the good to great leaders dindnt' talk about themselves. they'd talk about the company and the contributions of other executives as long as we'd like

  • この著者の講演をボストンで聞いてきました(2007年10月)。非常にシャープな語り口の方でした。
     本書では、企業は、「何をなすべきかと同じくらい何をしてはならないか、を明確にすべき」と説きます。

  • 理想的な経営者であるためには

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